First Published in 1997. The second in the readers' series, Resources for the Knowledge-Based Economy, Knowledge In Organisations gives an overview of how knowledge is valued and used in organisations. It gives readers excellent grounding in how best to understand the highest valued asset they have in their organisations.

This influential book establishes the enduring vocabulary and concepts in the burgeoning field of knowledge management. It serves as the hands-on resource of choice for companies that recognize knowledge as the only sustainable source of competitive advantage going forward. Drawing from their work with more than thirty knowledge-rich firms, Davenport and Prusak--experienced consultants with a track record of success--examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate wisdom into market value. They categorize knowledge work into four sequential activities--accessing, generating, embedding, and transferring--and look at the key skills, techniques, and processes of each. While they present a practical approach to cataloging and storing knowledge so that employees can easily leverage it throughout the firm, the authors caution readers on the limits of communications and information technology in managing intellectual capital.

This introductory level textbook critically reviews and analyses the key themes underpinning knowledge management in organisations. It presents the key debates in this area, including coverage of epistemologies of knowledge, managing and sharing knowledge, and learning and innovation.

This book presents an in-depth perspective of knowledge as a fundamental process of any organization rather than just another resource to be managed. The author presents a process-oriented theory of creating and applying knowledge directed towards both researchers and practitioners. In this book the author develops normative knowledge management guidelines which draw from a unique view on knowledge, discussed in the field of philosophy since Plato but neglected by most knowledge management authors – by applying a philosophically grounded ‘social epistemology’ to organizations. The guidelines in this book call for an open and reflective space of knowledge creation, aligned with goals and structures of the organization. Numerous examples, field studies, and an application to the main case study on Seven-Eleven Japan complement both the descriptive view on knowledge as well as the normative guidelines presented in this book.​

This book provides a complete introduction to the rapidly expanding field of Knowledge organization (KO), presenting historical precedents and theoretical foundations in a discursive, intelligible form, covering the philosophical, linguistic and technical aspects. In the contemporary context of global information exchange through linked data, Knowledge organization systems (KOS) need to be represented in standard inter-operable formats. Different formats for KOS representation including MARC, Dublin Core, SKOS and OWL are introduced as well as the application of Knowledge organization to a variety of activities and contexts: education, encyclopedic knowledge, the Internet, libraries, archives, museums, galleries and other institutions collecting and providing access to recorded knowledge. Key coverage includes: • ontology and epistemology in KO • KO structures: lists, hierarchies, facets... • KO types: tagging, taxonomies, thesauri, classifications... • conceptual analysis of documents • applications in the digital age. Covering theoretical and practical aspects of KO and using real-life examples to illustrate its application, this book will be a valuable resource for students, researchers and practitioners of Knowledge organization, information organization, cataloguing and classification.

Provides an international collection of studies on knowledge-intensive organizations with insight into organizational realities as varied as universities, consulting agencies, corporations, and high-tech start-ups.

For knowledge management to be successful, the corporate culture needs to be adapted to encourage the creation, sharing, and distribution of knowledge within the organization. Knowledge Organizations: What Every Manager Should Know provides insight into how organizations can best accomplish this goal. Liebowitz and Beckman provide the information companies need for evaluating and planning the steps and processes that will transform their existing organization infrastructure into a "knowledge-based" organization. This easy-to-read guide includes many vignettes, examples, and short cases of organizations involved in knowledge management.